Six Signs You Need a Recruitment Audit

Six circumstances where it makes sense to bring in outside, unbiased resources to conduct a talent acquisition audit.

Nearly everyone would agree that an objective, rapid review of talent acquisition - and recommendations that improve speed, cost and quality - would be a wise use of resources. But the time has to be right for it to have a real impact. Under what circumstances would it make the most sense to bring in outside, unbiased experts to review the current state and make realistic, measurable recommendations for improvement?

Here are six circumstances where it does makes sense to do so. Is your organization experiencing any of these six?

1. Hiring Manager satisfaction is low and costs seem high

What you might be experiencing:

“Noise” from hiring managers and senior leaders about the speed and quality of hiring efforts

Recruiting-related expenses dispersed throughout the organization such as agency or staffing firm fees, over-use of temps, hidden “skunkworks” recruiting resources, investment in recruiting technologies that are then under-utilized, etc.

The benefits of a Talent Acquisition audit in this scenario:

A fact-based roadmap to consolidate resources and deploy them more effectively

A financial plan for how to self-fund improvement efforts

A method for measuring the return on investments in a rapid timeframe

2. Hiring Manager satisfaction is low and costs are low

What you might be experiencing:

“Noise” from hiring managers and senior leaders about the speed and quality of hiring efforts

Over-extended, low cost recruiting resources who lack the capacity and/or the capability to find and win talent the business needs

Outdated or non-existent technology for attracting, managing and selecting candidates

The benefits of a Talent Acquisition audit in this scenario:

A best practice analysis and market comparison of current talent acquisition spend

A business case to support additional targeted funding with a positive ROI

A strategic approach for measuring the ongoing return on further TA investments

3. A new TA or HR leader needs objective analysis to prioritize and stage issues and solutions

What you might be experiencing:

General complaints about the speed and quality of hiring efforts

Questions about the role of recruiters and others in the hiring process

Lack of accessible, accurate and meaningful TA metrics

The benefits of a Talent Acquisition audit in this scenario:

A data-driven plan and prioritization of actions to achieve the most critical needs

A recommendation for sequencing efforts and investments in talent acquisition improvement

Change management guidance in order to speed the implementation and acceptance of TA changes

4. Impending structural change requires a new TA operating model

What you might be experiencing:

The need to move to or from an RPO partner

A directive to centralize (or de-centralize) Talent Acquisition

A merger or an acquisition of another company with its own talent acquisition function